Where does the job seeker go “hangout” to get recognized by the employment recruiter?

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The ATS is theoretically a logical repository of this kind of info … but there is a low appetite among recruiters and hiring managers to ensure that feedback is captured at all stages. If you have little confidence in the accuracy and/or completeness of the data in your ATS or common repository, gathering the information in another way is impractical if not impossible.

It’s easy to design the right process; it’s also easy to determine the key steps and choke points to measure; enlisting the cooperation of humans and technology to ensure that information about the process can be accessed — a little tougher.

Everyone:pease feel free to use and modify this if it will help you.

Cheers,
Keith
…………..

Recruiting Methodology
I. Input collection: Determination of status quo
A. Needs
1. Measuring and/or improving Cost Per Hire
2. Measuring and/or improving hiring speed/efficiency
3. Measuring and/or improving hiring quality
4. Implementing and/or improving systems and technology
5. Enhancing overall recruitment organization/structure/strategy
6. Measuring and/or reducing turnover
7. Other
B. Resources
C. Preferences

II. Hiring steps
A. Job descriptions
1. Development/Modification
2. Posting
B. Sourcing (inhouse or outsourced)
1. Primary sourcing: Employee referral program implementation
a. Direct contacts, competitor known
b. Indirect contacts, competitor known
c. No contacts, competitor known
d. Competitor unknown
2. Secondary sourcing
a. Internet
i. SIG posting
ii. WWW search engines
iii. Social networking applications (SNAs)
b. Networking
i. Trade shows
ii. Conferences
iii. Organizational meetings
3. Research
4. Outside agencies
C. Interview
1. Recruiter: phone
2. Technical/professional: phone (optional)
3. First: face-to-face (<4 interviewers)
4. Second: face-to-face (optional)
D. Offer: who makes it
1. Bonus
2. Stock
3. Relocation
4. Misc.
E. Reference checking
1. General (superiors, peers, subordinates)
2. Background investigation (outsourced)

III. Reporting and data collection: Interim or permanent
A. Frequency
B. Method

We get so focused on ‘Output’ that we forget about what really matters — ‘Outcome.’

Outside of that, it’s not necessarily applicable to attempt to use 20th century Management Thinking (i.e. linear, process-based, manufacturing-centric) to 21st century challenges.

We’re no longer in the Industrialization Era . . . so focusing on output instead of outcome truly illuminates the disconnect within an Educational System that focuses on Old-Economy driven through Manufacturing.

P.S. When it comes to Human Beings (i.e. “Candidates”), I’d urge everyone to reconsider true consistency or reliability in terms of hiring-process results. It’s easier to control an inanimate widget on an assembly-line than a Human Being (“Candidate”) dealing with other Human Beings (“Recruiters”, “Sourcers”, or “Appointment Setters”). Now, if all Candidates were highly robotic with the same human psychology and existential views on life and everything in it, perhaps this would be different – fortunately, however, we’re not widgets. In closing, I’m not saying there isn’t some room for Old-School Management Philosophy that was pertinent after we reduced our Industrialization Era competition to rubble (Germany and Japan), but we live in a different world and a different Global Economy today – let’s keep our eye on the ball.

Well done and thank you.

The most important piece is “earning” the trust of an applicant.. (SHOW THEM YOU GIVE A SHIT!) 1V1 human “connection”.

If you dont care, (lack passion) it might be time to consider another career…

Best, Brian-

Steps #12 -#14 cover the interview process which assumes that those doing the interviewing are well trained and aligned with the success factors related to the job, the reporting relationships, the customer demands, the work environment, and the company culture. These multiple factors can help or hinder a positive, productive and broadly benefiting experience.

Untrained interviewers are the bane of any hiring entity and the biggest flaw in the recruitment process. Professional Interview Training should be mandatory and be highlighted, underscored and magnified in any article having to do with having an effective recruitment process.

I would bet Dr. Sullivan agrees, as he has written about this topic in the past. From my personal point of view, I think it is most useful to define the performance level you desire your process to meet/exceed before you go about auditing/reengineering it. It should go without saying, but the performance level should be set with input from your customers.

1. Identifying and documenting the job’s 12 to 18-month deliverables and how they support departmental/organizational objectives over same horizon. This prevents an organization from re-filling/creating an unneeded position (it happens all the time). It also gives the hired candidate their goals right out of the gate (some auto-onboarding).

2. Identifying the selection criteria that will identify the candidate who can accomplish those goals.

Begin with the end in mind.

We are constantly evaluating our process internally to make sure that we are providing value at every step in the process for our clients. I am going to share this with our whole team because our clients NEED this to be managed more completely and we NEED to get better at it… period!

In an ideal world, the recruiting brief would be a part of a Total Onboarding Program as outlined in our book, “Onboarding – How to Get Your New Employees Up to Speed in Half the Time.” But at least start with a recruiting brief.

George Bradt – PrimeGenesis Executive Onboarding and Transition Acceleration